| Achieving results and implementing changes are the most important factors in the execution of an (IT) project. Kriddha’s view of the result extends beyond the delivery of a new or adapted piece of software, but also includes whether or not the client organization uses the IT product on an ongoing basis after its delivery. Only then does the result fulfill the business requirement and contribute to the organization’s objectives. In our view, cooperation and communication with the project team, users and the environment in which the project is run, are essential elements in achieving such a result. The desired result often becomes clear(er) during the various stages of a project.
There are many pitfalls when executing a project. Both the roles of principal and contractor need to be clearly outlined. Kriddha’s specialists understand that different roles give rise to different expectations. A governance role in which the alignment and coordination of the assignment is critical, differs from a role in which the change in the business is at the core. Kriddha uses a variety of scans to identify bottlenecks or areas for improvement in a project or program or to avoid pitfalls altogether.
A project never originates from thin air. For the business, a project originates from (implicitly or explicitly organized) portfolio management. The portfolios cover the projects (programs), business requirements or change requests and applications. The business and IT Governance decide the priority given and budgets allocated to the business requirements or change requests. This results in the intention to initiate a project. Functional management (BiSL) and information management play an important role in these processes.
Business knowledge and disciplines
Kriddha has merged the various disciplines necessary for an (IT) project seamlessly. A project manager, a test coordinator or an implementation consultant for instance, do not achieve results in isolation: optimal cooperation is necessary to reach the goal. The budget is not solely the responsibility of the project manager, the quality is not solely the responsibility of the test coordinator and the requirements are not the responsibility of the designer only. The quality of the requirements is of importance to the testers too, the budget also dictates the activities of the designer and the quality of the product determines the success of the project manager.
Besides this, the business result can be improved if the IT employees know and are experienced in the specific business domain. Kriddha has deliberately chosen for a number of markets.
Kriddha uses methodologies commonly used in the market. Kriddha’s philosophy on this dictates that the objective is leading and that the methodology should be customized accordingly. Kriddha distinguishes between 3 different project approaches:
- The change or implementation approach: D!SC
- The management approach: PRINCE2
- The production approach: linear, iterative (customized RUP) or Agile (SCRUM)
These approaches are merged during projects and Kriddha uses them at various stages of the entire project life cycle.
In Kriddha’s opinion, the success of an IT project is determined by:
A dynamic delivery model where the requirements determine the proper location (on- , near- and/or off-shore), contract form, production method.
- Determining, capturing and translating the wishes and requirements of the users and other interested parties explicitly into the design.
- Showing that the result conforms to the expectations.
- Continuously testing the developments in a project against the business case and the objective and making changes, if necessary.
- Giving insight into the progress of the projects, interdependencies and staffing.
- The cooperation of all parties involved and the ability to react to changes.
- Matching the users’ and other involved parties’ expectations to the project result and vice versa.
- Realizing a product that conforms to the design and one that meets the architectural and maintenance/control requirements